Business

Managing an employee with a different communication style

I looked over and noticed my intern updating the spreadsheet that was meant to be a back-burner project — on an afternoon when we were pushing up against two major deadlines. When I asked if she’d completed her work on the other assignments, she looked at me with bewilderment.

That’s when I learned that if Jane didn’t receive an assignment in writing, to her, it didn’t exist.

It was my first experience supervising interns, and it was a crash-course in managing people with different communication styles. In an article in Social Science Insights, Zuleyka Zevallos explains the difference between extraverts and introverts: There are people who work through a scenario by thinking out loud, and people who like to process the situation for themselves before giving their take. Within this context, I find it easier to understand how an employee could say he understands a project during an initial meeting — but later, evidence through his work that he missed significant parts of the assignment. Or, how an employee who responds “Got it!” to your email can then spend the next hour walking up to your desk with questions.

The good news is: There are things you can do as a manager to optimize your working relationship with an employee who processes information in a different way.

1. Cover your bases

Step one is triage. Start by asking your employee how he best receives information. It’s possible he’ll be super self-aware and tell you exactly what he needs (i.e., he needs you to give a real-life example with every task so he understands the application). That’s awesome, but especially if you have a project due presently, it’s still a good idea to cover all your bases and explain the project in writing, in a discussion, and through a working example. Though may it seem like this would take too much time, expressing yourself such that your employee can actually assist you will save time over doing (or re-doing) the project yourself.

So, if your employee will be greeting people at an event that evening, write out a script, discuss why you’re highlighting certain information, and greet alongside him as the first few guests arrive. Trust me: This is much preferable to finding out half of the attendees are wandering around the hotel aimlessly and the other half don’t have donation envelopes.

2. Learn her style

Before you go about teaching your employee new styles (we’ll get there), you need to know how she learns best. First, this is critical for those mornings when you need to throw an assignment her way and know it will be perfect. Second, it will help you discover where the gaps are.

Sort of like an elimination diet, see how she does when you purposely assign projects in a very specific way. For example, discuss one upcoming project but never put it in writing; for another, write out the minutiae but don’t initiate a conversation unless the employee brings it up; and for a third do some combination of the two (think: an abbreviated email and saying you have time for two questions).

When you check in partway through the projects, discuss process well as progress. Where does the employee seem to be on the same page and where is she doing something entirely different than you imagined? Then, lead a discussion about how she thinks the assignments are going, and where she might be feeling confused.

3. Teach new skills

Employees gain experience by doing. If you never teach your subordinate how to receive assignments in new ways, how is she supposed to learn? Think about it: If after two years your employee can only accurately complete a project if it’s given to her in writing, you’ve done a disservice as her manager.

The first step of assigning projects in new and different ways is to always ground them in a constant. The foundation of every assignment should be why the project matters. Whether it’s pitching high-level clients or filing, if you know your work is essential to the success of the company, you’ll want to do a great job. Translation: Your employee will be more apt to understand how you want things done if he knows it truly makes a difference.

Next, like any area for improvement, discuss your new approach as part of a skills training. Start with what you’ve noticed: “Jane, it seems to me than when I detail you a project in writing, you execute it flawlessly. But if I assign something via discussion, the final product has some discrepancies. In past, to rectify the situation, I’ve taken the time to write out all assignments, but I’d like us to get to a place where you’re not reliant on that. What are some strategies we might be able to use?”

Listen, but also come prepared with a few strategies of your own. For example, one tactic would be having her write out the assignment as you dictate it, then reading it back. You can look for any holes, and she’ll have a written document to refer back to. Additionally, should she fall into the aforementioned introvert category and simply need time to process, consider splitting your meetings in half with time for reflection in between. Cut a 30-minute check-in into two 15-minute meetings at two different points in the day. In the first meeting, assign the project. In the second meeting, ask your employee to repeat the assignment back to you, as well as any questions.

These tactics should help your employee grow to where he or she can receive an assignment in different ways, with the same optimal results. Remember, teaching your employee a new communication style is a professional development opportunity (for her — and for you).

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